Olga Mondrus PhD Thesis summary 241018 final (1138517), страница 3
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The databaseincludes data from a survey of 360 companies in the telecommunications, information technology andother information services in 38 countries.The objectives of the stages of the empirical research are as follows:a) to identify variations and common features in the notions of talent(s) (groups of employeesthat the companies regard as talents) at the organisational level; taking into account the external andinternal context of the company, to describe various configurations of talent management system, thebasic element of which is the notion of talent; to identify the key elements and indicators of the talentmanagement system in IT companies, as well as the factors that influence the formation of the talentmanagement system, for their subsequent study by quantitative methods.b) to conduct an approbation of the sectoral model of talent management system and to verifythe significant factors influencing the formation of such a talent management practice as a talentdevelopment in information technology companies.Conformity of the thesis research with the passport of a scientific specialtyThe thesis research corresponds to the following requirements: paragraphs 3.1, 3.3, 3.4, 3.5,3.6, 3.10 of “the Regulations of the National Research University “Higher School of Economics” onawarding academic degrees”, the passport of the scientific specialty “Management” in paragraphs 1.6.The process of managing an organisation, its individual subsystems and functions; 1.8.
Organisationalbehavior, socio-psychological aspects of governance. Group and group behavior in the managementprocess; 1.9. Organisational culture. The influence of organisational culture on the economic andsocial behavior of people; 1.10. Strategic management, methods and forms of its implementation.External and internal environment of the organisation; 1.14. Career management and professionalofficial promotion of management personnel; 1.15.
Human resource management as a special kind ofprofessional activity: goals, functions, principles, evolution of approaches; 6.1. Theoretical andmethodological basis of human resources management.Scientific novelty of the thesis research demonstrates in the author’s solution of a number ofdilemmas widely discussed in the scientific literature, dichotomous categories, generatingcontradictions in attempts to describe the talent management system as universal. The decision isbased on transition from the universal approach to the application of a contextual approach, taking into9account the specific conditions based on which a particular category of a dichotomous pair is applied.On the basis of the proposed solution, a theoretical model of a talent management system has beenformed as an open system, including an internal and external context, which dynamically interacts withfactors of different levels, and also a sectoral model of a talent management system is justified on theexample of Russian IT companies as a special case of a theoretical model of a talent managementsystem.
The distinctive significant factors influencing the formation of the system in IT companies areverified. The configurations of the sectoral model of a talent management model were identifiedduring the testing and verification of a part of the sectoral model through the prism of the talentdevelopment practice that confirm the previously obtained factors.1. Dichotomic categories represent pairs of loci, such as the locus of nature (innate-acquiredtalent), the source locus (internal-external for the company), the locus of approach to talents (inclusiveexclusive), the locus of motivation (process-result), the locus of differentiation 1 (talent-strategic jobs),considered by companies not as a polar mutually exclusive categories, but in relation to differentgroups of employees.
Within one company, a variety of loci configurations can be coexisted, chosenaccording to context.2. Key elements of a talent management system are defined, such as philosophy and talentdefinition, strategy and talent management practices. At present, the most developed talentmanagement practices are highlighted: attraction, selection, placement, evaluation, development,retention. A generalised theoretical model of a talent management system are developed as open andinteracting with factors of individual, organizational, sectoral, national and global levels.3.
A sectoral model of talent management system is developed and substantiated based on theresults of an empirical study of Russian IT companies. The presence of the practice of communicationwith employees, a more pronounced relationship between motivation, retention and the factor ofintrinsic motivation of talents distinguish it from the general theoretical model. The interrelationbetween practices is revealed as one of the signs of a systemic approach to talent management in the ITindustry that also distinguishes the sectoral model from the theoretical model of a talent managementsystem. The context features of the IT industry were revealed: global (strong influence of acompetitive labor market due to a shortage of talent, as well as the influence of international practices);national (institutional environment of Russia, expressed in the shortage of IT specialists in the labormarket, a weak education system, government policy in relation to the IT industry); sectoral (productlifecycle, nature of labor and project-oriented style of work); organisational (the role of the foundingleader of the organisation, which is the primary source of organisational values and culture, the creatorThe title “locus of differentiation” was first introduced in в (Cappelli P., Keller JR.
Talent management: conceptualapproaches and practical challenges // Annual review of organizational psychology and organizational behavior. – 2014. –Vol. 1. – P. 305–331.), taken by the author as a starting point for the development and construction of a theoretical modelof the talent management system.110of the business strategy and business model, as well as the structure of the organisation and staff);individual (personal values of talents, intrinsic motivation of talents, personal brand, involvement).The identified differences in the sectoral model from the theoretical model provide grounds forconfirming the assumption that belonging to a particular industry can be a source of diversity of talentmanagement system’s configurations within one country due to the differentiation of the external andinternal environment for different industries and segments of economic sectors.Arguments of the thesis research to be defended1.
The interpretations of the notion “talent in business” existing in scientific literature andapproaches to talent management, presented as dichotomous categories based on a universal approach,cannot serve as a basis for development of a talent management system in companies. Dilemmas,considered as loci for the choice of managerial decisions are solved on the basis of taking into accountthe specific conditions applicable to different categories of talents. The general theoretical model of atalent management system is developed. It includes talent management system elements and theirinterconnection, as well as interaction with factors of individual, organisational, sectoral, national andglobal levels.
The model gives grounds for applying a systematic and contextual approach to talentmanagement in an organisation.2. The sectoral model of a talent management system reflects the general features of the talentmanagement system characteristic of the IT industry, specifies the significant factors of the contextand the directions of their interaction with the talent management system and points out its differencesin comparison with the generalised characteristics of the theoretical model.3. The sectoral talent management system tested on quantitative data through the prism of thetalent development practice, confirms the existence of interrelations between the talent managementsystem elements, reveals a number of latent factors that are significant for the group of developmentand training practices, motivation and retention and communication with employees, which providesan opportunity to outline a range of practical toolkits and approaches required for the development ofthe talent management system in the organisation.Theoretical significanceThe author has expanded, supplemented and systematised the basic concepts and definitions inthe developing scientific theoretical approach to talent management, has developed a general principleof classification and identification of signs of a talent management system in an organisation based onfactors of individual, organisational, sectoral, national and global levels; the concepts of talent, talentmanagement are systematised and classified, their place in the development of a systematic approachto talent management in an organisation is substantiated; a range of characteristics of sectoral model ofa talent management system of the IT industry is identified that distinguish it from generalized features11of a theoretical talent management system; a number of configurations of the sectoral model of thetalent management system are identified.
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